This subject warranted the longest chapter in the book. You can understand why, when you compare this topic, but in two different environments, that is, at home and at work. At home, if our partner, or a family member, was about to do something wrong, perhaps ill judged, or just plain stupid, we would have no hesitation in speaking out. They would also speak up if it were us about to do something like that. In the workplace, though, it is not always the case, especially in our large hierarchies.
The reason we studied this area at length is that, like many things we considered, it works on a scale, with its own extremes. This ranged from staff simply wanting to speak up because they think they have a good idea of how the work could be done better, through to staff feeling compelled to speak out because they know or feel something dangerous is happening. We also noted the significant and multiple barriers that can often deter staff from speaking up. We also saw, importantly, that people in senior positions did not understand many of those hurdles. This last point is one that needs to be understood, especially by those in leadership roles. When they are urging staff to speak up, it is likely that they are looking at a different scenario than those they are urging to speak up, are looking at.
You will not make any progress in this important area unless, and until, you accept it is not a knowledge but a workplace environmental issue. Staff know they should speak up. That they don’t always do this is not because they don’t understand. They understand.
Unless we understand and accept this point, we cannot make any progress here.
